個案總覽

In December 2021, Han Kim, Anthony Lee, and Ho Nam reflected on how far they had come since 2012. This B case provides an update on Altos Ventures' decision-making and performance since the events presented in the A case.

This case set is part of the Giving Voice to Values (GVV) curriculum. To see other material in the GVV curriculum, please visit http://store.darden.virginia.edu/giving-voice-to-values. Dax Enzo is the director of the ethical machine learning and responsible artificial intelligence (AI) team at a large US-based social media company, SOCIALCORP. In their young tenure, Enzo must decide whether to release research that their team conducted on the algorithmic amplification of political content on SOCIALCORP. The research shows that SOCIALCORP's content recommendation algorithm amplifies political content of right-leaning individuals and news outlets more than it amplifies content from the political left, but it does not (yet) explain why. Additionally, the research is difficult for laypeople to understand because it is very technical, complex, and multilayered. The research is submitted to a peer-reviewed journal, but the journal takes a long time to conduct the review, in part because it can work only with an aggregated data set: the complete data set cannot be made accessible due to user privacy concerns. Enzo decides it is their responsibility to publish the research as soon as possible, even without peer review and with the risk that the research could be perceived as unsubstantiated or superficial. In the A case, Enzo's challenge is to devise a strategic action plan that facilitates SOCIALCORP's support of releasing the research without peer review. In this B case, students learn about Enzo's actual action plan, discuss its implications, and reflect on how these strategic steps can inform their own professional practice vis-à-vis the enactment of their values. This case set is intended for use at the graduate level in business and science, technology, engineering, and math, (STEM) classrooms, for example in courses on ethics and technology, responsible data and computer science (including machine learning and AI), or technology management. It could also be taught

Role play assignments for product W26681.

Role play assignments for product W26681.

This B case, set in summer 2022, was designed as a companion to "Netflix: A Creative Approach to Culture and Agility," a case set in 2018. The purpose of this brief document is to unlock a discussion around how the Netflix culture can be used to weather new challenges facing the company: rising competition, economic contraction, and declining subscribers.

Supplement to case 423006

The case describes how FC Barcelona's Innovation Hub (BIH) helped the club generate revenues through digital means when Covid 19 struck, causing football stadiums and their merchandise outlets to close for months, with damaging financial consequences. Launched in 2017, the BIH allowed pitch performance to be combined with long-term strategic initiatives. By March 2020 (when Covid hit) it had created an end-to-end ecosystem that engaged with external partners through open innovation. Having tried to negotiate lower salaries with players but failed, the club was forced to find other solutions to fund its activities - through the BIH. In May 2022, FC Barcelona was voted the most innovative football team worldwide by the Sports Innovation Lab. That same year, the club announced a partnership with Spotify, the popular audio subscription streaming service, renaming its stadium Spotify Camp Nou - a first in bringing music and football together, giving players and artists a global stage and opportunities to connect with fans worldwide. https://publishing.insead.edu/case/barca-innovation-hub

This case set is part of the Giving Voice to Values (GVV) curriculum. To see other material in the GVV curriculum, please visit http://store.darden.virginia.edu/giving-voice-to-values. Tom Patton is the head of internal communication at a cybersecurity company, RothBabbitt Cyber (RothBabbitt), which was the victim of a significant cyberattack. After informing Patton about the situation, his supervisor, Chief Communication Officer Lucille Givens, tells him to develop a plan to communicate the bad news to employees. Because the cyberattack is being announced to the public in two days, Patton will have only 24 hours to complete his plan. Fearing additional legal exposure, Givens and the company's general counsel instruct Patton not to share this news with anyone not already informed and to minimize the details that leadership will communicate to employees. Patton disagrees with this approach because he believes it is dishonest and unwise. He also thinks the company should be more transparent with the public. In his view, the right path is to provide full disclosure to employees who will already feel blindsided by the news. This case set is intended for use at the MBA level in courses on Strategic Communication, Organizational Behavior, Leadership, Tech Ethics, and Ethics. While it was written for an MBA curriculum, it can also be used by graduate and advanced undergraduate students in Communication, Journalism, or Computer Science who have experience employing the ideas in Mary Gentile's Giving Voice to Values (GVV) book and curriculum.

This two-part case describes the efforts of the Longueuil agglomeration police department (SPAL) and Fady Dagher, its chief of police, to improve relationships between the officers and the communities they serve. In the wake of a policy implemented by the Quebec government to create a more community-based police force, the SPAL had adopted a community policing approach to this effect. The focus of this case is the fundamental transformation of police culture to highlight not just protection but also collaboration, with the police also playing a social role.

Jeff Harmening, CEO of General Mills, one of the world's largest manufacturers of breakfast cereals and packaged foods, was deeply disturbed and instantly aware that he and General Mills would need to respond. George Floyd, an African-American man who had been accused by a sales clerk of using a counterfeit $20 bill to buy cigarettes, had been arrested and then killed by Minneapolis police. The video of his heart-wrenching death had gone viral worldwide. In the past, the company had not typically commented on racial incidents. But this time felt different. As the leader of one of Minneapolis' largest companies, and one profoundly committed to its community, Harmening needed to determine how and to whom to respond.

This case set is part of the Giving Voice to Values (GVV) curriculum. To see other material in the GVV curriculum, please visit http://store.darden.virginia.edu/giving-voice-to-values. In the A case, Tasha, leader of a data analytics team at Gotham Children's Hospital, is confronted with an ethical dilemma when her supervisor, Beatriz, suggests a facial recognition system at the hospital. The proposed project would draw on images in the hospital's database, as well publicly available images and information about arrest records, to identify visitors and trigger alarms when flagged individuals enter certain areas of the hospital. While her team is interested in the project, Tasha is concerned about privacy, bias in automated systems, public relations, and opportunity costs. In this B case, Tasha brings her concerns to Beatriz and outlines the ways in which the project would conflict with the core mission of the organization. This case set is intended to be used with students from a wide range of backgrounds, including especially team leads (who may have an MBA or other graduate-level degree) and data scientists. It would be particularly useful in courses on data ethics, technological innovation, technology management, and data law or policy.

Handout for Case UV8525

This case, a follow-up to "Design Thinking in Action (A): South Western Railway" (UVA-S-0377), finds South Western Railway (SWR) and its design-consultancy partner, DK&A, beginning work on a project to improve passenger experience. The team followed a classic design thinking methodology, the Double Diamond, focused on four steps-discover, define, develop, and deliver-and created an ambitious three-month schedule to meet a tight delivery deadline. The case describes in detail how team members gathered data from a variety of passenger categories, created persona types and journey maps, and identified new ideas to help SWR accomplish its goals. It concludes with questions about how these ideas should be tested. What design should experiments take? What outcomes were most important to measure and learn from?

This third case in the series that begins with "Design Thinking in Action (A): South Western Railway" (UVA-S-0377) describes two waves of experimentation undertaken by UK railway operator South Western Railway (SWR) and its design-consultancy partner, David Kester & Associates (DK&A), during the deliver stage of their joint project to improve customer experience at SWR. They had followed a classic design thinking methodology, discovering customer experiences and needs, defining journey maps and personas, and developing concepts. In this final case, they tested those concepts in actual rail stations to determine whether they met goals for desirability, feasibility, and viability. For those interested in adding self or peer assessment to students' design thinking learning journey, Professor Jeanne Liedtka, working with coauthors Karen Hold, Jessica Eldridge, and Treehouse Design, has synthesized more than a decade of research at Darden to create the Innovation Impact Assessment. This tool will help students identify personal development opportunities and provide them with practical guidance (in the form of detailed individual feedback reports) to accelerate skill development. The instrument identifies a set of five core competencies based on 44 behaviors that successful design thinkers have in common. It is available for individual use and bulk purchase via Darden Business Publishing at this link: https://store.darden.virginia.edu/innovation_impact_assessment.

Supplement to Budweiser APAC Spinoff (A): The Financial Strategy for Localization. Case B follows Case A and discusses which alternative was actually chosen: AB InBev successfully listed Budweiser APAC on the Hong Kong Stock Exchange after selling its Australian subsidiary to Japan's Asahi Group. This divesture facilitated Budweiser APAC's second IPO attempt not only by making it clear to investors that the company will focus on growth markets such as China, India, and Vietnam, but also by making the listing more attractive to investors who seek exposure to emerging markets.

Case Supplement for Case A00401

This case is a follow-up to ""Gwen Berry and the Politics of Protest (A)"" (UVA-E-0479). Gwen Berry did protest at the Pan American Games in the summer of 2019 by raising her fist in the air when the US national anthem was playing. Pushback by the International Olympic Committee (IOC) and the public was swift and fierce. Berry, along with US fencing team member Race Imboden, who also protested, was put on problem for a year and immediately lost the sponsors who had supported her. With few exceptions, her fellow athletes voiced no support. However, after the death of George Floyd in May 2020 and the subsequent protests and sustained examination of social and racial-justice issues, things seemed to be turning a positive corner. The United States Olympic & Paralympic Committee apologized to Berry and seemed to be making the protest rules more lenient. Yet Berry knew that the underlying problems still existed and that the IOC maintained its grip on how protests could occur and on the athletes' lives and livelihoods. Berry thought about how she should move forward, both to propel her track and field career and to help other athletes stand up for themselves with the USOPC and make their voices heard-and, hopefully, to change the mindset and thinking of the IOC leadership.

This case should be used after students have read "A Dolphin Bullied: Jonathan Martin's NFL Experience in Miami (A) (UVA-E-0477). It provides a brief update on actions taken by different stakeholders following the release of the Wells Report in 2014. The case also directly addresses issues of sexuality in the NFL.

The realities of boardroom dynamics can often reveal a different story than how things appear on paper. Boards need the right dynamics and culture to effectively carry out their responsibilities. At their best, boards can catch budding issues before they negatively impact the firm and can partner with management to lead through change, like they did with Indra Nooyi's transformation of PepsiCo. Given the dual mandate of boards to both monitor and advise management, how can boards strike the right balance? This case begins with a brief discussion of director and board performance, along with an analysis of the role of government regulation in promoting healthy board dynamics. Then you are asked to act as a consultant to evaluate the board dynamics and culture of three companies presented below in vignettes: GE, Theranos, and PepsiCo. The GE and Theranos vignettes focus on governance challenges, while the PepsiCo vignette focuses on a successful board-management partnership. The B case explores subsequent governance changes that were made at each company and allows for a discussion of governance evolution.